Archive for the ‘Distribution Marketing’ Category
Google Adwords: The Conversion Comes First
20 Oct 2009
by Timothy Nolan
It may sound like a “Captain Obvious” statement, but when developing a Google Adwords campaign (or any online marketing strategy for that matter) it is essential to create goals and define conversions, for the following reasons:
1. Analytics: Meaning and Purpose
When looking at trends and analyzing data for an internal site or external client, the numbers mean nothing without context (a conversion rate). I have been looking through some of the campaigns for a major client. The numbers themselves seem to be moving in a positive direction, but without an identified end result I have no way of interpreting any of the trends.
2. Keyword Success
Perhaps you have been looking at your Adwords campaign thinking, “How can I ever increase these numbers?” It is much easier to analyze data that already exists. With goals, funnels, and conversion rates established, it is easy to tweak and test new ad groups against the current successful ones. By establishing goal conversions you can notice keyword success and decrease costs.
3. Visitors vs. Clients
Just as an established sales cycle helps companies close sales quicker, studying conversion rates is the key to quickly turning clicks into revenue streams. The conversion “ding” in your Analytics account will help to identify where that individual came from, what they looked at, and how they ended up converting. Now you can use that information to gain insights into what visitors are thinking.
Conversions Defined
Each one of these can be defined as a conversion:
- Download
- Purchase
- Sign-up/Subscribe
- View of a video(s)
- Click-thru
Don’t forget the landing page(s). A customized landing page and a prominent call to action makes it more likely visitors will follow your Reese’s Pieces (had to have an “E.T.” reference) to the end. But whatever the case may be, make sure that the goals are set on your end, and the path is illuminated on theirs.
The Magazine Business Really is Just Business
19 Oct 2009
by Michelle O'Hagan
This week, Advertising Age magazine’s cover story, The A-List, includes 10 magazines that “reach beyond the printed page to build a future as finely honed media brands.” The big winner: Women’s Health.
The article was an eye-opener for me because, although I’ve read all of the magazines on the list, I was wholly unaware of the fact that every one of them has become its own cross-selling empire. To be included on the list, a magazine must be operate as a brand, which may include the following:
smart licensing moves
becoming retailers in their own right
creating revenue-generating digital content
building smart cross-media content and ad platforms
finding a way to engage and monetize their communities
Whew! Even one of those things, (say, creating revenue-generating digital content) can be really, really difficult. And it goes to show that the magazine business is not really about magazines anymore: it’s about business.
It’s worth noting that every one of these publications has an intense editorial and creative focus on its readers. National Geographic isn’t trying to convert the FHM demo; National Geographic continues to excel at delighting a core constituency. It’s mission: exploration and conservation and bringing the wonders of the planet to people.
But, I’d guess that each of the magazines on the list has as many (or more) staffers dedicated to biz dev, technology, measurement and analysis as they do for editorial and design. It takes constant measurement and analysis to know if and when something is working, and to know when to adjust or pull the plug if something is not working.
National Geographic, according to the article, has more than 550,000 Facebook fans, 20,000 Twitter fans, and more than 190,000 YouTube subscribers. It also has ancillary publications, (”Adventure” and “Traveler”) and a cable television station. Think about what that means for measurement and analysis.
Consumers expect to be able to access to their favorite content in numerous delivery channels. They also expect content providers to reach out to them where they live (Facebook, Twitter, cable channels, iPhone apps).
And now, a question: Will it ever make sense again, in any circumstance, to start a new magazine on its own, without an integrated marketing plan that includes numerous content delivery channels? I can’t see it.
